ICoNOs MM: The IT-enabled Collaborative Networked Organizations Maturity Model

The focus of this paper is to introduce a comprehensive model for assessing and improving maturity of business-IT alignment (B-ITa) in collaborative networked organizations (CNOs): the ICoNOs MM. This two dimensional maturity model (MM) addresses five levels of maturity as well as four domains to which these levels apply: partnering structure, information system (IS) architecture, process architecture and coordination. The model can be used to benchmark and support continuous improvement of B-ITa process areas in CNOs

Effect of Information Technology Maturity Model Process by using Domain Information Technology Acquisition and Implementation in Higher Education

Utilization of information technology are needed by the institution generally in institutions of higher education in particular are used to exploit information technology in business process, learning process and provide optimal support to higher education institutions. Therefore, it should be managed with goodness the maturity level of information technology in educational institution. In this study, it will apply information technology maturity model using domain Acquisition and Implementation (AI) to show the success of information technology in higher education achieved and according to the target control of higher education. The results of the analysis were used as materials for constructing and factor the maturity of information technology in the higher education institution. Results showed that the application of information technology maturity model can be applied to institutions of higher education by examining the validity and reliability towards maturity model proposed information technology. The results showed that the maturity model as needed. Tests carried out using alpha reliability coefficient 0.75 (75%)

Place of technology management as a key process area within construction process improvement: A critical analysis

Process improvement has been identified as an important strategy to address the current unpredictability and under-achievements of the UK construction industry. Within the technological view of process improvement, information technology (IT) has been identified as a key enabler. Various studies about the information technology in construction have revealed that construction show a slow IT adoptability and IT has failed to convince the stakeholders of the construction industry. Within some of these researches, it has been argued that immature processes within the construction industry are responsible for this unsatisfactory level of performance of IT. On the other hand, it has also been argued that, Information Technology is a primary stimulant of process improvement, thus process maturity can be driven by the IT push. Leading to a dilemma, this indicates that new information technological innovations could use by immature organisations within their process improvement strategies. This dilemma triggered the necessity to evaluate the place of the Technology Change Management within the construction context. Thus, a literature survey was conducted to identify the construction process improvement initiatives and its relationship with the IT usage in construction with a special emphasis on the SPICE approach, which has provided the basis for this critical analysis. The SPICE is a five levelled framework based on the popular Software Capability Maturity Model (CMM), and presents an assessment tool for the maturity of construction process. However, within the CMM the Technology Change Management has been considered as a key process area within the fifth maturity level, indicating that this is a concern of matured organisations. However, the IT usage within construction shows that the immature construction organisations have successfully adopted IT in an ad-hoc manner with the aim of achieving short term benefits. On the other hand construction literature have criticised this ad-hoc IT usage and linked that to the relative slow IT adoptability in construction. This in effect challenges the allocation of a fixed place for Technology Change Management as a Key Process Area with the construction process improvement, from the organisation maturity point of view

An Initial Maturity Model for Information Governance

This report details the maturity model for information governance which will be used to assess the E-ARK Project use cases. The method that guides the application of this maturity model will then be detailed in deliverable 7.5, A Maturity Model consists of a number of entities, including “maturity levels” (often six) which are, from the lowest to the highest, (0) Non Existent, (1) Initial, (2) Basic, (3) Intermediate, (4) Advanced and (5) Optimizing. Each process can have its own Maturity Model, which expresses quantitatively the maturity level of an organization regarding a certain process. A Maturity Model provides also a way for organizations to see clearly what they must accomplish in order to pass to the next maturity level. The use of maturity models is wide spread and accepted, both in industry and academia. There are numerous maturity models, at least one for each of the most trending topics in such areas as Information Technology or Information Systems. Maturity Models are widely used and accepted because of their simplicity and effectiveness. They can easily help understanding the current level of maturity of a certain aspect in a meaningful way, so that stakeholders can clearly identify strengths and weaknesses requiring improvement, and thus prioritise what must be done in order to reach a higher level. This can be used to show the outcomes that will result from that effort, enabling stakeholders to decide if the outcomes justify the effort

A process mining maturity model: Enabling organizations to assess and improve their process mining activities

Organizations employ process mining to discover, check, or enhance process models based on data from information systems to improve business processes. Even though process mining is increasingly relevant in academia and organizations, achieving process mining excellence and generating business value through its application is elusive. Maturity models can help to manage interdisciplinary teams in their efforts to plan, implement, and manage process mining in organizations. However, while numerous maturity models on business process management (BPM) are available, recent calls for process mining maturity models indicate a gap in the current knowledge base. We systematically design and develop a comprehensive process mining maturity model that consists of five factors comprising 23 elements, which organizations need to develop to apply process mining sustainably and successfully. We contribute to the knowledge base by the exaptation of existing BPM maturity models, and validate our model through its application to a real-world scenario

Exploring behaviour in the online environment: student perceptions of information literacy

The aim of this paper is to show how information literacy can be conceptualised as a key learning process related to discipline and academic maturity, rather than as a generic skill. Results of a small-scale study including questionnaires and observation of student behaviour are reported and analysed in relation to Bruces 'seven faces of information literacy' framework. The findings illustrate that information literacy is a highly situated practice that remains undeveloped through mandatory schooling. Some methodological issues are considered in relation to researching information literacy, including the limits of the Bruce model as a framework for analysis. We also show how decontextualised courses can foreground and privilege certain behaviours that are beneficial but that developing higher-level information literate attitudes is likely to be an iterative and contextualised process

Determinant factors of knowledge management practice: the case of ministry of health, Ethiopia

This study aims at assessing knowledge management maturity level and the effect of the determinant factors of knowledge management in Ethiopia’s federal ministry of health. Explanatory survey design involving both the quantitative and qualitative methods was employed. General knowledge management maturity model based on people, process and technology key process areas was used to measure knowledge management maturity level in the organization. The qualitative data was analyzed using thematic analysis and summarized under pre identified and emerging themes. The quantitative and qualitative data were triangulated to enrich the findings. The study determined that the ministry’s overall knowledge management maturity level was close to maturity level-2 (Aware), which is generally to mean that the organization was aware of and has the intention to manage its organizational knowledge, but it might not know how to do so. Organizational culture, human resource, information technology and knowledge management process were identified as having significant and positive linear relationship with the knowledge management practice in the organization. It is essential for the ministry to reestablish knowledge management or define improvement plans using model such as the general knowledge management maturity model. The improvement should address the identified determinant factors as well as criterion set for each of the people, process and technology key process areas

Critical success factors of business process management:investigating the coverage of business process (management) maturity models

Business Process Management (BPM) aims to improve the quality of business processes by consolidating the concepts of modelling, reengineering, automation, management, and innovation. Tailoring multi-faceted BPM to specific contexts of organizations on the ground of fast-growing information technology is the challenge of the current decade. A considerable number of critical success factors (CSFs) for BPM has been proposed by various studies in the scientific literature to provide insight into the process of achieving BPM. However, only few of these studies propose guidelines/practices for addressing the CSFs. This study is intended to provide a state-of-the-art of CSFs of BPM by a systematic review of scientific literature and to investigate content coverage of business process maturity models as a potential enabler of realization of these CSFs. We searched the studies between the years 2000 and 2015 in established digital libraries and identified 14 CSF categories from 18 studies out of 242 studies retrieved initially. Following that, we searched for evidence on the existence of each CSF category in five maturity models, namely Business Process Management Capability Framework (BPM-CF), Business Process Orientation Maturity Model (BPO-MM), Business Process Orientation Maturity Framework (BPO-MF), Business Process Maturity Model (OMG-BPMM), and Process and Enterprise Maturity Model (PEMM). The findings from our investigation show that, despite the variance in degree of coverage of CSF categories by selected BPMMs, maturity models stand as a promising reference for organizations to start their BPM efforts.\u3cbr/\u3

An Organizational Maturity Model of Software Product Line Engineering

Software product line engineering is an inter-disciplinary concept. It spans the dimensions of business, architecture, process, and the organization. Some of the potential benefits of this approach include cost reduction, improvements in product quality and a decrease in product development time. The increasing popularity of software product line engineering in the software industry necessitates a process maturity evaluation methodology. Accordingly, this paper presents an organizational maturity model of software product line engineering for evaluating the maturity of organizational dimension. The model assumes that organizational theories, behavior, and management play a critical role in the institutionalization of software product line engineering within an organization. Assessment questionnaires and a rating methodology comprise the framework of this model. The objective and design of the questionnaires are to collect information about the software product line engineering process from the dual perspectives of organizational behavior and management. Furthermore, we conducted two case studies and reported the assessment results using the organizational maturity model presented in this paper